Power Authority and Influence. BrandMaker - Assignment Example

? Power ity and Influence This paper is an analysis of the case study BrandMaker. It outlines the major challenges that BrandMaker CEO, Tom Morris and his other colleagues are facing. These challenges include changes in technology, power gaps arising during transition and also suggestion of forming a merger with other brands such as EAD. It discusses how these issues are a threat to the company’s success. This paper also outlines the implications that are likely to arise from the conflict being experienced within the top management and how this conflict poses a danger to the smooth operations of the CIM division of BrandMaker.Finally the paper discusses measures that should be put in place to ensure that the conflict being experienced could be turned into new opportunities for BrandMaker to gain competitive edge in this era of globalization. Introduction Power and leadership are two key issues that pose challenges to the management of most organizations. Power is often linked to issues such as exploitation since those in power have tendency to exercise their authority for their own benefit rather than the interest of the organization they serve. BrandMaker is a case of leadership entangled with power struggle between the top management staff. The organization has not only lost focus on its goals, but it has also lost touch with its customers and clients since there is lack of clear leadership emanating from the management. In this regard therefore, the leadership of this company is being faced by both internal management challenges and other challenges related to other external factors. Led by the CEO, Tom Morris, Brandmaker management is being faced by various key issues to which they must address. Though Brand maker has been a game shaper especially in the marketing and advertising sector over decades, its operational methodology and functionalism tested and achieved efficacy seen, it has to strategize to remain relevant and competitive. Advancement in information communication technology has changed the way businesses are operated across the world. This has resulted into the increased competition in all industry due to ease of access to market and clients. However, with the increase in technology each day BrandMaker needs to put in place measures that would it remain relevant in the industry and be on a level ground with other companies competing in the same market. Changes in technology pose a great challenge to BrandMaker since it calls for an overhaul of its functioning and operations. Each day, customers’ needs change thus calls for clear understanding of these needs for organizations such as BrandMaker to remain competitive. This therefore means for the firm to keep the lead as it has been doing in the past they have to invest in the improvement of their technology. This would mean better measures on how to respond to the rising customer demands. The CEO and the entire management therefore need to build and invest more in new and emerging technology and come up with new product lines. The management is also obliged to ensure there is smooth transition in replacement of their personnel. For instance Brand maker has enjoyed services of some of its highly ranked officers and a change in their position is not an easy task. John Goodwin, for instance has served in Corporate Identity Marketing Division (CIM), as the head for over a decade (Banahan & Casse, 2007). This department has had tremendous growth especially in the performance of the marketing department and his replacement would pose great challenge to the CEO. He must therefore ensure that there is not only a smooth transition, but also continued upward performance of that department. BrandMaker is also being compelled to merger with EAD () from some of its management personnel, thou the two have differences with regard to their respective companies’ profile. While BrandMaker is focusing on being creative and innovative; EAD on the other hand puts a strong emphasis on an independent and entrepreneurial basis. Some top management suggests that the two companies would complement each other ensuring their success in business and to save on cost on operating as one big organization. The CEO is much pressured to stand his ground on the same. Within the organization the CEO is challenged by the gap in power created by the retirement of John Goodwin (Banahan & Casse, 2007). He needs to look at how to handle the gap power in CIM and narrow on the uncertainty rising from his departure. There was lot of mistrust and discontent among the company employee and reluctance in issues related to CIM. The CEO was therefore tasked to ensure that the issue of decision making despite the gap in power is handled to ensure that there is growth, harmony and success in the organization. When an organization changes its top management staff without clear transition process, such organizations are likely to go through challenges such as lack of harmony resulting from new authority and power. People tend to struggle as they adjust to the situation, what BrandMaker is experiencing is no different. The power struggle being experienced at the management level of the company is likely to have implication on the performance of CIM. The CEO and his supporter believe that the company is performing well and therefore there is no need to have changed for instance a merger while others such as Carlos Cramer believe in change (Banahan & Casse, 2007). If these differences are not sorted out, it is most likely that critical decisions of the CIM are going to be compromised. The CIM division is also likely to experience decline in her clientele if the need to change is not addressed. CIM has customers across the globe with different needs that are changing each day; it would therefore mean that much attention has to be directed towards meeting these needs. The lack of trust among colleagues in management will drive away their focus on the success on the company as some are viewed to have hidden motives. There is a lot of pressure on the CEO and executive members in management to cope with; do they focus their attention on performance first or on how to resolve their differences. If more focus is given to the company wrangles there is likely to be disintegration which impairs decision making. If each person is left to decide what they want then the company goals and objectives cannot be met. The CEO who has been credited with making beneficial decision for the company is looked upon to lead the company in the right direction that will ensure success of the company and benefit all its stakeholders. The conflict facing BrandMaker could be turned into opportunities through various measures that the CEO should take a bold step into. He must focus mostly on the market that the company is operating in and its diversity in order to ensure they tap fully the potential of the company..Due to the changes that arise daily especially due to changing market environment and customers need, the CEO must not allow conflict to divert his focus. He must be the central person in the organization and introduce incentives that aim to show him as a neutral person whose main agenda in the organization is success and that all important information and action are carried out with the company’s interest at heart. He can ensure that the employee trust in the company is restored by solving the differences evident in the top management (Banahan & Casse, 2007). When employees are certain about the security of their job they are motivated to put more effort for the success of the company. The CEO could also introduce new products to diversify on what they are already offering. This will show that he believes in the company and more clients are likely to join them. He must also ensure that he takes the lead as the overall boss whose decision and actions are critical for both the growth and success of the company. He should make decisions that focus more on growth for the benefit of all stakeholders. By exercising his power as the leader entrusted by the company’s shareholder, he must see that no group factions are controlling the organization and decisions are from him. His power and leadership skills should stand out as this will ensure that people within the company follow him and avoid division that could collapse the company. The vision of the company should be well implemented by ensuring that the employees have good working environment to concentrate their attention on working. Good working environment ensure the company is growing and the people working there too. The CEO can also ensure that plans are put in place on who does what to avoid conflict of interest thereby giving advantage to BrandMaker’s competitors. The power vacuum that arise from retirement must be addressed such as ensuring that two years before a person leave there is another individual training and being inducted on how to fill the position that is left vacant. This ensures that there is a smooth operation during the transition period as with this plans the company’s growth is guaranteed. References Banahan, E. & Casse, P. (2007). BrandMaker: Business Leadership Review Case Study Series. Business Leadership Review. 4 (1), 1-10. Read More